How we respond to change: differences between personalities

In the ever-evolving landscape of work and life, adaptability to change is a prized skill. While the science of personality, may not be the first thing that comes to mind in this context, it plays a pivotal role in in shaping how we respond to change.

Adaptability isn’t just a skill; it’s a personalized journey shaped by your one-of-a-kind personality. TAEM.io supports you and your teams to discover your unique personality! How do we respond to change?

The science based Big Five or OCEAN has 5 Personality Traits. They are typically understood as continua, meaning that you can fall anywhere along a spectrum for each trait. It helps to capture the full range and diversity of human personality and mix of traits, since your unique personality profile is a complexer combination of these 5.  Here is a brief description of the continuum for each trait and the response to change.

It’s essential to emphasize that most people fall somewhere in the middle of these continua, exhibiting a mix of both extremer ‘ends’ and characteristics. Some people fall in between the extremes and flip from one extreme to the other, since that is also part of the continuum. The TAEM.io personality traits predict how an individual responds.

1. Openness to Experience (O):
The Innovators: Individuals with high openness, Innovators tend to embrace change more readily. They exhibit a greater willingness to explore new ideas and experiences. (McCrae & Costa, 1999).
Needs: Although you must have the right arguments and a clear vision on how this will support future developments and trigger their intellectual curiosity.

The Pragmatists: Those with low openness, described as Pragmatists, initially resist change because of hanging on to traditions, stability and predictability, anything that might disrupt their routines, more traditional thinking and comfort zone is a threat. (McCrae & Costa, 1999).
Needs: Give clear instructions and training, appeal to their loyalty for the company. Give a predictable and stable future perspective.

2. Conscientiousness (C):
The Regulators: High conscientious individuals, Regulators, are known for their strong organization, discipline, and goal-oriented behavior. They might initially resist change that disrupts their structures and way of working, their meticulously crafted routines (Judge & Bono, 2001).
Needs: The goal and need of thriving to more effectiveness needs to be clear. They will be accountable and for sure swipe the app before the deadline.

The Improvisers: Those with low conscientiousness, described as Improvisers, can be more adaptable to change, as they often don’t have any routines or plans and improvise during the day (Judge & Bono, 2001). Needs: Remind them, remind them,… and remind them. Have a deadline since they are just not that organized to use the tool in a disciplined way and forget about it.

3. Extraversion (E):
The Gogetters: Scoring high on Extraversion, the Gogetters, tend to adapt quick to changes that bring opportunities or increased results. They thrive in dynamic and social environments and want to maximize results and talk about great results or show off (Lucas et al., 2000).
Needs: They will be the ones who will swipe quick and right away, when they feel there is something to gain. Sometimes they are too quick, just doing it.., beating the average swiping time, “Just do it”. Remind them it is not a competition and okay to take it a bit slower. Or just drive them mad with a swipe time score list and resulted talent badges. 😉

The Observer: Individuals with low extraversion, the Introverts may resist changes requiring increased social interactions like teambuilding. They can adapt more readily to solitary or less socially demanding changes (Lucas et al., 2000) like swiping in an app in their own pace and time.
Needs: They need some time to think about the consequences.

Let them take their time and answer questions individually.

4. Agreeableness (A):
The Socializer: People high on agreeableness, the Socializers, often embrace changes that foster harmonious deep warm relationships and bonding (Furnham et al., 2002) they follow the group, want harmony, and try to avoid conflict. If important coworkers in the team disagree, they will follow.
Needs: Give insights in how understanding differences will foster harmony and feelings of wellbeing in the group. Give insights in how you can prevent conflict or concealed tension. Resolve disharmony or bad cooperation easier and work together more effectively by understanding the differences.

The Skeptical: Those with low agreeableness, the Skeptics, are more self and task oriented, distrusting others, they may resist changes that require cooperation and do not compromise (Furnham et al., 2002).
Needs: Most of the time they will disagree on anything, no matter what, since that is what they do …disagree…. even just for fun and have cynical sense of humor or smart ass comments. Support them and answers questions businesswise and task related, with a bit of relativizing skepticism.

4 Neuroticism (N):
The Sensitive: Individuals with high neuroticism, the Sensitive, may struggle with change due to anxiety (depression) and stress (doubt, anger, irritation) related to task, people or extreme life events. They respond overwhelmed by their own negative feelings, thoughts or experience increased pain perception (Hampson et al., 2006).
Needs: Try to understand what fosters their fear, anxiety, aggression, depression since it might be a continues state of fear. Understanding it and getting a professional support system in place might decrease mental breakdowns, physical pain or uncertainty in trigger moments like “swipe the app..“

The Calm: Those with low neuroticism, The Calm are generally emotionally stable and adaptable (Hampson et al., 2006). Depending on the other traits they will not experience any stress or anxiety, some might even seem to be indifferent or non-caring at times. Their motivation comes from the other 4 traits. They like some pressure in their cooker and can deliver very well under stress. Some people seem calm because a severe life event and could flip to the sensitive side in a trigger moment.

So, what does all this mean for you?

By recognizing and understanding your own unique personality profile and leveraging your strengths, you can develop strategies to not only cope with change but thrive in the face of it.
Whether you’re an adaptable innovator or a steadfast pragmatist, a sensitive socializer, your personality is your secret weapon, your unique toolkit for approaching change in navigating the ever-changing world around you.

Change is painful, but nothing is as painful as staying stuck somewhere you don’t belong. – Mandy Hale